PA7081 innovation HR

อาจารย ดร.ธนาพร เตง็ รตั นประเสรฐิ [email protected]

Leveraging the Role of Innovation and Technology for the Future Public Service 2

The Role of Innovation and Resilience in Tackling Crisis and Ensuring No One is Left Behind 3

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https://www.youtube.com/watch?v=s2NzhXSXEQQ 5

Public Sector Innovation 6

Innovation lifecycle 7

Iden<fying problems Understanding the nature and characteristics of a problem is a first step towards triggering innovative ideas to respond to it. There is scope to investigate how public sector organisations can be supported to become better at scanning the horizon and make effective use of data to capture and analyse relevant trends and demands and transform them into information which can drive decision making. 8

Generating ideas Ideas that fuel innovation can either be generated from the bottom up by civil servants in the frontline or be initiated by executive leadership. Supporting the creation of ideas often involves providing the right level of incentives and rewards, creating opportunities to share experiences, and ensuring public servants’ mobility to support a broad understanding of issues and the tools to respond to them. 9

Developing proposals Proof of concepts, idea testing and trials are important steps towards translating ideas into workable projects with potential for implementation. This means creating space for public sector organisations to experiment and try new things. 10

Implementing projects Detailed financial rules and controls may impede the investments needed to bring a project to scale. Government organisaKons need opportuniKes to think about how their intervenKons interact with those of other bodies, and how they can collaborate more effecKvely to solve common challenges. 11

Evaluating projects Innovative projects need to be monitored and evaluated to determine whether or not they are resolving the problems they are trying to address. Evaluating innovative projects can be a non- linear process. Innovation requires evidence, but often at a faster and more agile pace than through the traditional policy cycle. 12

Diffusing lessons sharing ideas and experiences are a constituent part of the innovation process and allow successful approaches to be replicated in different contexts. Understanding what went wrong is a powerful source of learning, given the level of risk inherent in innovative projects. 13

Creating government architectures for innovation 14

The innovation imThepinenroavattiiovneim: pAeractiavel:lAfcoalrl faorcatcitioonn Knowledge is Working power together solves problems People matter Rules and process to support not hinder 15

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How human resource management can support the innovation lifecycle InnovaFon awards, Two-way communication encouraging across organisational level may innovators to help to identify problems become mentors or coaches, networks Ideas contests, to share network events, experiences innovation awards to develop case studies and inspire others Coaching for innovators facing new Skills for challenges, mobility programmes to prototyping, import experiences, skills to deliver user research, innovative projects (e.g. agile creative management) thinking, testing and evaluating options 17

Building Innovation Skill Ability Capabilities - AMO Model Opportunity I can do • Skills (hard I am allowed to do it and soft) • Work design • knowledge • organisaKon Motivation I want to do it • Intrinsic • Extrinsic 18

Ability to innovate 19

Ability to innovate Abilities needed for innovation Subject specific Thinking and creativity Behavioural and social 20

6 Core Skill Areas of Public Sector Innovation Iteration § Rapid and incremental development Curiosity § Developing and refining prototypes § Experimentation and testing § Challenging the Insurgency Data § Basing decisions usual way of literacy doing things on data and evidence § Working with § Building systems unusual/ that collect the different partners right data § Building alliances § Communicating for change data effectively § Using narratives Storytelling User to explain 'the centred journey’ § Policies and § Including 'user services solve user needs stories' to § Considering outline benefits users at every stage § Progressing the § Ensuring users say \"I would do that story as again\" situations 21 change § Identifying new ideas, ways of working § Adapting approaches used elsewhere § Reframing problems and perspectives

Three levels of capability Regular Practitioner Emerging Capability Basic Awareness 22

Motivation to innovate 23

Motivation to innovate an element inspired by task design, of one’s others organisational personality willingness culture and to behave in management. goal-directed action a certain specific period way to achieve a specific goal 24

Employee engagement and innovation Engagement shows a clear, significant correlaKon with performance and customer saKsfacKon, according to research primarily conducted in the private sector (see Bakker, 2011; MacLeod and Clarke, 2011). A United Kingdom initiative, Engage for Success (Rayton et al., 2012), cites the following evidence linking engagement to profit, customer satisfaction, productivity and innovation: Innovation Customer Productivity Profit satisfaction Engaged employees Engagement is also companies that score show more personal a strong link highly correlated within the highest between engaged initiative and front-line customer- with higher quartile for employee innovative work employee retention engagement perform facing staff and far better on a range behavior. customer indicators and well-being. of financial indicators 25

Path analyses: • Positive impact of the Engagement Index on client satisfaction • Even after controlling for demographic and structure characteristics • Regional characterustics have an impact as well Region/employment market Engagement Index Client Part-time Satisfaction Leadership Gender responsibility Age 26

Amabile's Management education about componential the types of motivation, their sources, and performance theory of creativity “Loading up” the intrinsic and the extrinsic motivators 27 Match people to work that uses their skills A strong orientaLon toward innovaLon Generation, communication, careful consideration, and development of new ideas Diversely skilled individuals with a shared intrinsic motivation Adequate resources to carry out their work

According to Foss et al. (2009), intrinsic motivation relates positively to the following three elements, each with their own work design considerations: Task identity Autonomy Feedback The perceived meaningfulness of Level of responsibility taken for The results of work efforts, work, which relates to the work outcomes, which relates to which relates to the concept of concept of task identity – the degree to which an employee is the concept of autonomy – feedback – how the employee empowered to undertake a package of work from beginning whether the employee is receives direct and clear to end. An employee who is empowered to decide when and responsible for the end-to- end performance-relevant design and delivery of a project how to carry out the tasks to information as the task is carried is more likely to be motivated achieve agreed-upon outcomes. out. This can be both inherent to than one who simply contributes to one small phase. The more autonomy they have, the job, as in the case of teachers the more personal responsibility seeing their students improve, or employees will take for the it could be external, coming from outcomes and the more managers or the stakeholder motivated they will be to community. complete the job well. 28

Opportunity to innovate 29

Opportunity to innovate Employees need Employees Having enough People are Learning to be need a level of time is critical, as essential to organisations are appropriately freedom in the experimentation innovation and often invoked in matched to a job way they plan and creative the way people the context of that reffllects their time and design generally are organised organisational their skills and approach their take longer than into teams and design, providing passions tasks using existing connect opportunities for processes through employees to networks learn and an organisational culture 30

HRM for innovation research model HRM-related levers HRM-related levers LEADERSHIP LEARNING IN MOBILITY ABILITY WORK/ ORGANISATIONAL NETWORKS PROGRAMMES DEVELOPMENT OPPORTUNITY STRATEGIC HRM SYSTEMS: HOLISTIC AWARDS AND MOTIVATION • Recruitment and selection HRM COMPETITIONS • Performance management • Training and HR development • Compensation and reward Enabling infrastructure e.g. modernised organisational enablers (HR, finance, IT, procurement, etc); effective strategic planning processes; enabling regulatory environment; risk acceptance and effective risk management practices, 31 etc (see other chapters of the report)

Make a Habit of Providing Feedback 32

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Experiment conducted in a school by psychologist Richard Rosenthal and school principal Lenore Jacobson. 34

The reasons Rosenthal Positive expectations about how we think about people gives for the students' can also make a real difference in how people behave. improved scores. 4 principles Can a manager's positive expectations really change an employee's behaviour? 35

https://www.youtube.com/watch?time_contin ue=1&v=hTghEXKNj7g&feature=emb_title 36

IQ scores of the supposed intellectual bloomers went up 37

Positive expectations Behaviour 38

Climate Teachers create a warmer climate Input Factor Teachers teach more material to intellectual bloomer children Response Opportunity Teachers give intellectual bloomer children more chances to respond Feedback Intellectual bloomer children are praised more and given more feedback 39

How can a manager create a warm climate at work? They can recognize employee achievements. They can take time out to get to know employees. They can thank employees for their work and encourage them. They can make sure that their verbal and nonverbal behaviors are positive. They can keep a balanced and positive mood at work. 40

How can a manager teach more to employees? They can provide training opportuniKes. They can hold lunches with employees where they share what they learned. There are probably many many more ways that managers can help employees learn on the job. 41

How could you create more response opportunities in the workplace? Talk less and listen more Encourage employees to talk about their work Avoid giving solutions, and challenges and work jointly with them to solve instead ask clarifying questions problems Let the employee lead the conversation. Help them with clarifying quesKons, and jointly solve the problem. 42

How can a manager give feedback to employees? Giving feedback to both strong and weak performers in your repertoire of skills. Positive expectations are like positive feedback, they can help improve performance. You'll give differentiated feedback to all employees, whether they are poor or good performers. 43

What is AGILE HR? 44

Agile is an iterative approach to developing Agile HR is defined as an approach that initiatives that are structured around prioritizes the speed of responsiveness experimentation, integration, and review, and supported by a trusting and collaborative and adaptiveness within the HR function.45 culture. Agile has its roots in the software development world, but the mindset and principles of agile are increasingly being tested out in the world of human resources.

การนาํ Agile มาใชกับงาน HR ไมเ นน ยอมรบั ในความ เนนการทาํ งาน ความสาํ คญั ตอ งการของ เปน ทมี ทปี่ ระสาน ของเอกสาร องคกรที่ ความตางได ตา ง ๆ เปลยี่ นแปลงไป อยา งลงตัว อยา งรวดเร็ว ลงมือทาํ ทันที 46

From hierarchy to network Leaders enabling Bureaucracy success and steering and alignment reporting around vision Dicision making at the top Customer Cross-functional, self-organizing, Executive at the Position Coaches supporting bottom and job team performance end-to-end decription and cross-team collaboration teams 47

Main changes Hierarchy to network Agile way of reducing the dependency on hierarchical, management-heavy working decision-making structures, and enabling business decisions organically through networked, self-organizing and team-based models Functional roles to projects moving away from rigid resource plans, towards project-based work, where the movement of people is more fluid, and based on end-customer needs and capability requirements Customer value streams shifting from operating models based on product lines towards teams joined up along end-customer value streams with the aim of creating an end-to-end customer experience or journey Transparency and knowledge sharing challenging the traditional culture of ‘information equals power’ and beginning to transparently share all available data across the wider business to enable real-time business decisions and team- based pprriooDbriolteizmiendsgobluvoisninngeecslsotspheoitrnotfotghlieowethneadlt-lcfoucstuosmeseerffort developing a on the most important end-customer need or business problem to ensure one job is done really well rather than spreading people’s talents across multiple projects at the same time Agile business planning a rolling and ongoing approach to budgeting and tracking company performance Simplification and removing waste simplifying support functions and reassessing the value of internal processes so they enable rather than hinder the business 48

The Agile Onion More implicit & Mindset more powerful More explicit & Values Stable/re less powerful quire systemic & long- term change Principles Practices Tools Can be And quickly adopted Process & adapted 49

Agile principles 50